Tag Archives: Cross-cultural communication

Oldie but Goodie: Map of Key Cultural Differences

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Intercultural communication is about how we can communicate effectively with one another. A frequent approach to improving intercultural communication is to develop our understanding of ourselves and of others. And probably the most common way of doing that is to teach about cultural differences, often referred to as the “dimensions of culture.”

There are many different versions of the dimensions of culture. I generally find them valuable as tools to help us compare cultures, or to cognitively learn about ourselves and others. And I also find they really limit us. While not intended this way, their use has a tendency to reify culture, to cause us to think about culture as a “thing” rather than a process. It’s why I’m such a fan of the Cultural Detective Worksheet: it’s a process for understanding self and others, for leveraging similarities and differences in order to collaborate in more innovative, rewarding, and satisfying ways.

Enough about that. This post is about cultural differences. In my training one of the ways I talk about cultural differences is to ask people to think of them as a map of the terrain, and to use them as a scanning tool. In a given interaction, which difference(s) got in the way? For example, was status important for her and not for me, and I just missed it? Was it a different sense of responsibility that really upset me? Maybe he likes to do several things at once, and I’m more one-thing-at-a-time? Was it the fact that I don’t think religion belongs in the workplace that caused him to think I’m not trustworthy?

That is how the map above came to be. It is a graphic summary of some of the cultural differences or dimensions, at least as I saw them back in 2008. It is available for you to use freely under a Creative Commons license. You can introduce the various cultural differences to your team and then, when you get mired in cross-cultural miscommunication, you can take out your map of differences and decipher just which dimension might be causing the problem. Or, maybe it’s something not even on the map.

Just click on the link above for a larger image, and to download the accompanying 11-page article entitled, “Detecting the Culprits of Miscommunication: Values, Actions and Beliefs.” Please feel free to copy and distribute, as long as you retain the copyright and source url.

I’m really interested to hear from you about how you use the dimensions of culture to promote effective interaction. What are your tools and techniques? Your dos and don’ts? And what do you think about this “map of the culprits of miscommunication” idea?

New Restaurant Builds Intercultural Communication between Deaf and Hearing Cultures

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Ever read or watch something, made for one purpose, and realize how completely perfect it is for another purpose? There is definite joy in that, right?

Yesterday Anna Mindess sent me a link to her  latest food blog. As you have learned by now, our Cultural Detective Deaf Culture co-author very deftly combines her passions for food and new restaurants with her passion for intercultural. Her newest restaurant review teaches us so much about Deaf Culture that I’ve added the video to our CDTV channel. Take a look:

What does this short video teach us about Deaf Culture? About hearing culture? About cross-cultural communication? Please share your responses with us by clicking “Leave a reply” below.

For those of you interested, here are a couple of paragraphs from Anna’s original post: “While Mozzeria proudly holds the distinction of being San Francisco’s first deaf-owned restaurant, the Steins prefer that the focus remains on their food. There is no posted sign to alert customers that many of the employees are deaf. Melody and Russ toyed with the idea of putting an explanatory sheet about Deaf culture in the menu or name tags on the servers identifying who was deaf or hearing, but dropped these as unnecessary. Basically, they believe, if patrons enter with an open mind, the communication will work itself out — and it usually does.

This low-profile set-up stands in contrast to probably the first, and definitely the most famous deaf-run dining establishment in the world, Café Signes in Paris, which I visited shortly after its opening in 2003. That cafe’s menu comes with an explanation of culturally appropriate tips — in Deaf culture, not French culture — for attracting your server’s attention. The list is a great example of the universality of much of Deaf Culture* (the sign languages, by the way, are different in each country). A waving hand, a stomp on the floor, a slight tap on the arm, the toss of a light object within the visual field, instituting a chain of taps among neighbors around the room will all work as attention getting devices. But in the end, Cafe Signes installed small light signals at each table so diners need only flick a switch to get attention.

At Mozzeria, having servers who can all sign (regardless of their own hearing status) makes for an accessible “deaf-friendly” environment. It also carries side benefits for hearing diners. In many restaurants, attempting to get the server’s attention for a simple glass of water can often feel like trying to flag down a racer at the Indy 500. Since the eyes are such an important part of Deaf culture, however, most deaf people are especially attuned to visual cues. I was thrilled to find that to attract my server’s attention at Mozzeria, even from the other end of the long narrow space, all I needed to do was to establish eye contact and raise a finger or even an eyebrow. Hearing customers also seem to appreciate the relatively low noise level which permits actual conversations with their tablemates. (Mozzeria’s hearing employees do set background music nightly, but it is never overbearing).

While Mozzeria has become  a new San Francisco must-visit-destination for deaf visitors from across America and around the world, both deaf and hearing diners probably care more about chowing down on some awesome pizza and all signs point to the fact that this is what you’ll find at Mozzeria. In the end, it might not matter that much who made it all possible. Indeed, a recent Yelper (who failed to mention if he had been enjoying some of their well chosen beer on tap or glasses of Italian wine) didn’t even realize that the staff was mostly deaf, “thought they were just being all Italian, waving their arms around and such.”

Check out more videos on Deaf Culture by visiting our CDTV: Cultural Detective’s channel on YouTube. You’ll see a bunch of package playlists at the lower right. Select Deaf Culture, and watch the videos!

Cultural Detective – First International Service Trade Under the New Colombia-USA Free Trade Agreement

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Fernando Parrado Herrera, gerente Global Minds, Dianne Hofner Saphiere, fundadora Cultural Detective y presidente Nipporica Associates LLC, Andrés Forero Medina, presidente Forero Medina & Abogados Asociados

PRIMERA EXPORTACION DE SERVICIOS TRANSFRONTERIZOS BAJO EL TLC DESDE BOGOTA (español sigue abajo)

We are very proud to announce that on May 14, 2012, during the international event “Intercultural Competencies for Negotiating under the Free Trade Agreements,” which was held in the Alumni Club of Andes University, we formalized the first export of cross-border services under the new Free Trade Agreement between Colombia and the USA. The export was for international legal and business consulting services and training in intercultural negotiation to develop free trade commerce under article 11 of the FTA.

We trust that this first export will provide Colombians and US Americans intercultural marketing support for long-term business success, and the specialized legal services required to develop commerce between Colombia and the USA. Businesses worldwide will have access to local consulting services in Bogotá, developed under the Cultural Detective brand, generating 15 more jobs in the areas of consulting, interculturalism and international negotiation.

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Mayo 15. Tenemos mucho gusto de participar a ustedes que en el día de ayer 14 de Mayo de 2012, en el marco del Curso Internacional sobre Competencias interculturales para negociar en los Tratados de Libre Comercio, realizado en Uniandinos, se formalizó la primera exportación de servicios transfronterizos de Colombia, dentro del Marco del TLC de Colombia con Estados Unidos de América para la exportación de servicios de consultoría legal en Comercio internacional y servicios de entrenamiento en negociación intercultural para los tratados de libre comercio en desarrollo del capítulo 11 del Tratado.

Se espera con esta primera exportación poner a disposición de empresarios Colombianos y norteamericanos un soporte de servicios en materia de mercadeo intercultural para negocios de largo plazo y de los servicios legales especializados que son requeridos para el desarrollo de negocios entre Colombia y los Estados Unidos. Numerosas empresas tendrán acceso en todo el mundo a los servicios de consultoría en Bogotá, desarrollados en el marco del Cultural Detective, generando actualmente mas de 15 empleos en las areas de consultoría, interculturalidad y negocios internacionales.

Why is Intercultural Competence Helpful? The Case of the Ion Exchange Resins

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Is there a bottom-line business benefit to intercultural competence? As someone who has lived and breathed cross-cultural and intercultural business competency for well over thirty years, that question tends to elicit a chuckle in me. And today, the person on the phone who asked me that question reminded me of a story.

You see, just yesterday I received an invitation to an “OB-OL-kai” in Japan, a “get together of Old Boys and Old Ladies,” a reunion of a group of colleagues that I miss terribly and would love to party with, again, face to face. We went through a lot together. They are some of the most talented professionals I’ve had the pleasure of working with in my career. And a few members of that group were involved in the story I’m about to tell you:

Cultural Detective and the Case of the Ion Exchange Resins

We worked for a multinational business that globally sourced ion exchange resins. IERs are small beads used to separate, purify or decontaminate; they are used to make ultra-pure water, for example. Don’t worry about the technicalities; this story focuses on how the people worked together.

In this case, the IERs were produced in southern France, at a facility that was one of the absolute best in the world. My client imported the IERs to Japan, selling them primarily to the semiconductor manufacturing industry.

The Japanese customers had extremely high quality standards, and the French-produced IERs consistently met all the customer’s requirements. The product was well within spec. But, the Japanese customers were worried: occasionally the IERs they received from France would vary slightly in color. One shipment might arrive quite clear, the next shipment more yellow or orange. Always the specifications were met. The IERs functioned to their purpose. But the color varied.

“The color doesn’t matter,” the French vendor explained. “The color has absolutely no impact on the performance of the IER.”

“Yes, that is true. We understand that color does not affect performance,” came the reply from the Japanese customer. “But we are concerned about why there is a color variation? We feel it must indicate a variance in the production process itself. There must be some variable in production that is not consistent and could be improved.”

A classic cultural gap: a focus on result vs. a focus on process. Does the product perform as required? Or do we look at continuous improvement of the production process itself?

In this case, the argument could quickly produce a stalemate, with both supplier and customer insisting their view is “correct.” The French could insist that their IERs are the best the customer will find. As long as the customer doesn’t find an equivalent product, that could be ok. But, it’s not a very good answer on a global stage, where there always seems to be another supplier waiting in the wings, with cheaper cost, easier shipping, or more commitment to listening to the customer.

Possible results of the vendor insisting that color doesn’t matter?
  • Lost customer (and this was a lengthy and very lucrative relationship),
  • Lost business/profit/cash flow,
  • Lost investment in developing this customer,
  • Huge reinvestment to develop a new customer of the same caliber,
  • Loss of opportunity to improve their product and their production process,
  • Not to mention the human aggravation.

The Japanese, in turn, could blame the supplier. “They are not committed to being the best they can be. They are resting on their laurels, on their prior success. We need suppliers who strive to maintain their leading edge. We need a supplier who listens to us and respects us.”

Possible results of the customer insisting color variation matters?
  • Diminishing trust of, communication and collaboration with the vendor, leading to
  • Loss of a strategic vendor,
  • Loss of the investment in selecting and developing the vendor,
  • Huge reinvestment to source and develop a new vendor,
  • Major time and financial commitment to establishing a relationship and educating a new vendor regarding customer needs, in hopes that the new relationship might become a strategic partnership.

I have seen this push-pull occur so often in my career. It frustrates those involved, it causes aggravation, it wastes time, and it wastes money. Take a moment to put some money to the points above, to calculate the “bottom-line impact” of such a simple cross-communication. In this industry, it is easily in the millions of dollars. And why? Due to pride, to arrogance, but mostly due to ignorance: not really understanding cultural differences and how to navigate them effectively.

And what might an interculturally competent solution look like? We know it involves multi-directional bridging, and systemic as well as interpersonal solutions. And, usually, such interculturally competent solutions are win-wins for both customer and supplier.

How so? Well, the vendor could listen to the customer, learn from the customer, even though the customer’s points don’t pertain directly to the product performance. In this way, the vendor would:
  • Strengthen trust and teamwork with the Japanese customer,
  • Could very well improve the quality of its manufacturing process, which in turn
  • Could help ensure it remains best-in class.
  • The customer will refer more customers to the vendor, due to the strong relationship with and excellent quality of the vendor, and the vendor’s global markets will grow.
In turn, the customer could voice its praise for the vendor’s quality, and explain that it’s intentions are collaborative and collegial; to help both vendor and customer be the best they can be. The customer could apologize for the hassle, and offer its process expertise to the vendor. In this way, the customer would:
  • Strengthen a very lengthy and very strategic vendor relationship,
  • Improve the cross-cultural skills of its staff, enabling them to partner more effectively with other vendors,
  • Improve the customer’s reputation in the global marketplace, as one of collaboration and loyalty.

Thus, the French and Japanese could work together to manufacture more color-consistent IERs, grow their global markets, strengthen their partnership, improve their employees’  skills, and polish their reputations in the marketplace. Win-win-win.

In real life, what actually happened was somewhere in between. These people were smart enough to hire a full-time intercultural consultant, after all, which I believe is one demonstration of their commitment to success. They got advice, and they did their best to put it to good use. They realized that intercultural competence is a lifelong process, contextually based, and strived to always do a bit better. It’s one of the reasons I want to travel halfway around the world to go to that OB-OL-kai!

What do you think? I would love you to share with us why you believe intercultural competence is helpful? Do you have a Cultural Defective or Cultural Effective case to share?

Cultural Differences in Dining Etiquette Again Get a Child in Trouble

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Recently another sad story about dining etiquette across cultures has been in the news.* This time it involves cultural differences over how to use a spoon and fork, and involves a Filipino family living in Canada. Fortunately this child, Luc Cagadoc, was not removed from his family, but his mother, Maria-Theresa Gallardo,  explains that the school’s reprimands for Luc eating in a typically Filipino way have negatively affected his self-esteem as well as his performance in school. She won her case before the Quebec Human Rights Tribunal (the judge ordered the school district  to pay the family $17,000 in damages), though the case is now in appeals.

Once again, a terrific Cultural Detective has filmed a video about how Filipinos eat with a fork and spoon in combination. This was evidently the behavior that led Luc’s school lunch monitor to conclude that he “ate like a pig and should learn to eat like other Canadians.”

Thank goodness Luc’s Blended Culture mother responded very constructively. She says, “We’ve been travelling around. I’ve been showing him different ways of eating, and saying there’s nothing wrong with what he’s doing.” Unfortunately, she says, her son can’t shake off the incident. “I think it’s going to last him a lifetime to remember what happened in that experience that he had.”

Have you ever gotten in trouble for “poor” dining etiquette that was due to cultural differences? Come on, share your story!

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* Earlier we reported to you about an Indian family living in Norway, whose children were removed from the family home. One of the reasons cited was that the children ate with their hands. In response to that post, one of our authors made a terrific video about how to eat with one’s hands. Eating with one’s hands is, of course, the norm and custom in many cultures.

People To People International Working with Cultural Detective to Diversify Chapter Recruitment

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Over the past several years I have enjoyed developing a professional and personally meaningful relationship with the People to People International organization (PTPI). For those of you who are not familiar with PTPI, the organization was founded by President Dwight D. Eisenhower in 1956 and is now run by his granddaughter, Mary Jean Eisenhower. Their mission is “to enhance international understanding and friendship through educational, cultural and humanitarian activities involving the exchange of ideas and experiences directly among peoples of different countries and diverse cultures.” They are a dynamic group of dedicated staff and thousands of volunteers in over 135 countries truly working to promote the benefit of people working and living cooperatively together throughout our world. They are known by their tagline, “Peace Through Understanding.”

Last year in November Cultural Detective had the privilege of sponsoring and designing the student curriculum for the PTPI Global Youth Forum 2011 (GYF). We focused on designing curriculum that would readily engage about 130 students and GYF leaders and most importantly inspire them to explore building relationships outside of their perhaps “look and act like me” group of students and friends in their local communities. Based on the testimonials of both students and teachers, we feel we did a pretty good job!

This spring I’ve been asked to present the Cultural Detective Method to PTPI Board Members and the PTPI Community at Large so they can focus their attention on recruitment of diverse leaders and members. In the upcoming session I hope to show how generational differences as well as national cultural differences impact with whom we as individuals may naturally gravitate to, which can limit the growth opportunities possible by confidently reaching out to people of multiple cultures. Stay tuned for more about the event in a future post!

“Belief Holding” as an Intercultural Competence – Religious less motivated by compassion

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Frequently and for many years I have cited Milton Rokeach’s The Open and Closed Mind when people ask me about intercultural competence. In this book he talks about the importance of holding beliefs tentatively and situationally instead of imposing them on or expecting them of others.

“A closed way of thinking could be associated with any ideology regardless of content. It includes an authoritarian outlook on life, an intolerance towards those with opposing beliefs, and a sufferance of those with similar beliefs.”

According to this line of thinking, open-minded people may hold their beliefs firmly and strongly, but they also respect others’ rights to believe something different. They believe their path is right for them, but they do not believe it is necessarily the one and only path for everyone on the planet. “It is not so much what you believe that counts, but how you believe,” Rokeach tells us.

In our current age of heightened religious and nationalistic fervor, “belief holding” or “permeability of beliefs” seems more important than ever. As do religious or spiritual beliefs as dimensions of culture and cross-cultural interaction.

In this context, today I read the headline, “Highly Religious Less Motivated by Compassion.” Oh dear. I read on to find out that it is the key finding of social psychologists at the University of California Berkeley, who have conducted three separate studies since 2004 on a largely US American sample.

“Overall, we find that for less religious people, the strength of their emotional connection to another person is critical to whether they will help a person or not. The more religious, on the other hand, may ground their generosity less in emotion, and more in other factors such as doctrine, a communal identity, or reputational concerns.”

Perhaps it is time for all of us who coach, train, or educate on the topic of intercultural communication to remember this important competence, which was first published back in 1960.

The Connection between Creativity and Intercultural Competence

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If I were to ask you what it takes to be effective across cultures, what comes to mind? If you are anything like me, then you have probably started to rattle off some of the classics: self-awareness, open-mindedness, curiosity, flexibility—maybe communication skills. All important.

But where is creativity in this picture? And why isn’t it closer to the top of the list when it comes to what it takes to be effective when working across cultures?

You could argue that creativity is an output of some of the above: if you are open-minded, curious, and flexible, you are likely to be able to be more creative, which will help you to be more effective. But I think it’s worth highlighting the importance of creativity as a stand-alone competency for working across cultures—especially when it comes not just to being aware of cultural differences, but being able to develop effective bridging solutions to differences you may experience.

Take Morfie, our newly named CD animal mascot, as an example. Sure, he may be curious as he scuttles across the ocean floor, but what makes him effective is his creative problem-solving in the face of challenging situations: his ability to morph himself into another sea-creature to ward off danger.

The importance of creativity is something I learned the hard way. When I first moved to Japan, I moved into an apartment subsidized by the company I was working for. There were all kinds of problems with the apartment when I arrived (for example, the heating was broken and it was the middle of winter in Sapporo—yes, the same location as the Winter Olympics in 1972). What would you do in this situation?

My initial instinct was to take a more ‘American’ approach—to take my contract in to my employer, highlight the conditions outlined in the contract that had not been met, and ask for these to be amended. But I wasn’t in the US. I was in Japan, a more relationship-focused and indirect culture. Surely going in and making these kinds of demands and pointing to a contract would not exactly start me off on the right foot with my employer, I thought.

So instead, I tried a more indirect approach. When they asked me how things were in the apartment, I remember trying to be subtle about naming some of the problems. I think at one juncture I might have even said something like, “This is the first time I’ve lived in an apartment where frost and ice forms on the insides of windows.” I kid you not. This raises a whole other topic of the ineffectiveness that can often happen when more direct speakers try to be more indirect.

The point of that story, beyond revealing how much I had to learn about Japanese culture when I arrived, was that I was far from creative in my solving of that situation. In my mind, I had two options: take the American approach, or take the Japanese approach (at least my limited understanding of it at that juncture). Be direct or indirect. It was bifurcated, dichotomized, overly simplified, and therefore ineffective.
  • What if I had invited some of my colleagues over to my apartment for a meal, during which they could have experienced the issues first-hand?
  • What if I had asked a colleague for a recommendation for a repair service? Or even asked them to call a repair company for me, since I had yet to learn the Japanese word for moldy?
  • What if I had written to the American colleague whose role I was taking over and asked him what he would do in this situation?

The point being, I could have and should have considered a lot more creative solutions here, but simply didn’t. And that’s really the point. Often when we are working across cultures, we stop at the first, most obvious answer, and that’s a limitation.

The good news is that my little housing adventure in Japan likely has helped me to become more creative—and it certainly proved the need for me to do so. Interestingly, recent research at Northwestern University in the US and INSEAD in France has highlighted that individuals who have lived abroad often demonstrate higher levels of creativity on classic ‘creative problem solving’ tasks.

That said, waiting until you are stuck in challenging intercultural dilemmas to flex your creativity muscles—or relying solely on living abroad to develop the muscle, doesn’t seem the right answer. It’s the kind of thing that you want to have so ingrained in you, that when you are faced with a tough situation, you naturally think through a number of different possibilities. In essence, it’s about learning to be Morfie-like, to be able to quickly run through a rolodex of possible options as to how to transform yourself effectively in those situations—and to continually be expanding your repertoire of possible options.

Developing your creative problem-solving skills is one of four main competencies we focus on in the newly released Cultural Detective Bridging Cultures for that reason. In the package, we go through a series of exercises that help people to expand their solution space—to really get beyond solutions of the generic, ‘he should get cross-cultural training, she should take the other person out to dinner’ nature. In an earlier post I shared with you an exercise to get started.

One really useful technique that we practice in the package comes from the work of Michael Michalko, a pioneer in creativity. It’s called challenging assumptions. The process is simple. When you are faced with a challenging situation, you name all the assumptions you are making about those situations and challenge those assumptions. The premise is that often the way we frame a problem limits the potential solutions to it.

If we go back to my Japan example, I made a lot of assumptions:
  • that I couldn’t take a typically American approach (yet my colleagues were very accustomed to working with US Americans)
  • that my colleagues were typically Japanese (they may have been attracted to the company I was working with very specifically because it wasn’t typically Japanese)
  • that the solution lied in me adjusting the way I communicated, from a more direct to indirect style (versus, for example, emphasizing another shared value we had), etc.

Challenging even just one of the assumptions would have opened up a lot of other options for me to effectively address this situation.

The experience I had in Japan was ten years ago now, but the lesson it taught me about the importance of creativity is invaluable. I now adopt a number of different creativity techniques regularly in my work. Beyond challenging assumptions, I also regularly change my physical location to prompt me to think about things differently, and I use techniques like thinking through analogies and wearing the hat of the other individual to help me identify more creative and effective solutions.

I would love to hear your experiences with creativity as they relate to intercultural problem solving: whether you’ve experienced situations similar to mine in Japan where it would have served you to be more creative; whether you’ve found other techniques that have helped you to continue to develop truly innovative intercultural solutions; even whether I should challenge the assumption I now have that creativity is a powerful, often overlooked skill in intercultural problem solving.

Syria — The war within and between

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Many have asked me to give a briefing on Syria because I am here in person. Well, here is that briefing, in a VERY simple way.

To many people, the war in Syria is just another Arab Awakening. Being in the country myself, I realize that this is not at all the case. There are at least three conflicts going on:

  1. A true Arab Spring involving young liberals regardless of religious backgrounds, demanding regime reform and democracy.
  2. A war between two Islamic sects, the Alawite government and the Sunni opposition.
  3. A political game with hidden agendas among the big boys (US, EU, Iran, Israel and Saudi).

Mainstream media in the West seems more likely to feature war number 1 and manipulate war number 2 to the advantage of war number 3. Those representing the opposition who appear on CNN and BBC look liberal, westernized and almost victimized.

Next, the media backed by (Sunni) Saudi will call for jihad to provoke war number 2. I saw with my own eyes an opposition’s channel broadcasting from Saudi called “Sunni blood as one.” Note that the Syrian president is not a Sunni Muslim; he is from Alawite, a small sect of Islam.

Last, micro media — social media (blogs, Twitter, forums…etc) and word of mouth will keep circulating around zillions of conspiracy theories and guesswork about war number 3. For example, one of them I have heard: “The West does not want to topple the government; they just want to keep Syria in conflict to the point that it would benefit Israel and weaken Iran, who is Syria’s big ally.”

In this age when images and video clips dominate and cloud our thinking, one easily loses the big picture and falls victim to the vivid power of visual effect. As a good Cultural Detective, please pay attention to hidden biases.

As a journalist, I have the power to CHOOSE what to report. Is there something called “complete objective journalism”? I doubt it.

I have seen demonstrations for and against the regime. Which one would I report? Most secret journalists in Syria would choose to capture the opposition because they and their news (sub)consciously support wars number 1 and 3.

I’ll make a counterbalance here to share with you a view on war number 2. This is the picture of the regime’s supporters who gathered to celebrate with cheerful music and dance. Quoting a local from the crowd: “To be honest, our president is not perfect. But between him and the Sunni extremist opposition, I would go for the lesser of the two evils.”

Culture Eats Strategy For Breakfast!

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“Culture eats strategy for breakfast!” — a quote that grabbed me during a recent keynote address by BNI (Business Network International) founder and Chairman Dr. Ivan Misner. He was introducing his new book, Business Networking and Sex (Not What YouThink!).

Those (in the audience of more than 1000 Kansas Citians) with more exposure to culture-related topics probably guessed that the book focuses on networking techniques of the different genders and how to be successful networking with the opposite sex. But to hear so boldly from this networking icon how powerful culture truly is in relationship building and the networking process resonated strongly with this Cultural Detective!

When I heard this statement from Dr. Misner, I wished I could have jumped up on stage and displayed the Cultural Detective Women and Men Values Lenses. It would add to the value of his research by providing clear underpinnings as to what motivates the networking behaviors of men and women, and it would help explain the “whys” behind the stories illustrating their differences which seem to be highlighted throughout the book.

Dr. Misner’s book takes a three-pronged look at business networking across the sexes by offering a surveyed objective look at how men and women think about, approach, and in what ways they are successful at business networking. He then counters that with a “he said” (Frank) and “she said” (Hazel) analysis and interpretation of the survey results.

Over a four-year period they surveyed more than 12,000 businesspeople globally (covering every continent) on 25 questions about business networking. The results and interpreted analysis could bring about some interesting and revolutionary changes to the way in which each sex approaches networking with the other. Communication gaps could be narrowed and connections broadened through Hazel and Frank’s guidance and revealing a bit of the opposite sexes “Lens.”

My only wish was that Dr. Misner would have take the results of the survey to a deeper level by breaking it down to country-specific data. But then again, that’s where Cultural Detective national Values Lenses could shed some light!

NOTE: While the book reviewed in this post references two genders, and we offer an excellent package with this same approach, Cultural Detective Women and Men, there are other ways to look at gender than just a polar division of male/female. Cultural Detective LGBT examines some of these complexities of gender and sexual orientation.